Upgrade to Pro — share decks privately, control downloads, hide ads and more …

Who put digital transformation in my DevOps? (90 mins)

Coté
November 19, 2018

Who put digital transformation in my DevOps? (90 mins)

90 minute version, for more background see: http://cote.coffee/bettersoftware/

Coté

November 19, 2018
Tweet

More Decks by Coté

Other Decks in Technology

Transcript

  1. Who put digital transformation in
    my DevOps?
    Nov, 2018
    @cote
    cote.coffee/bettersoftware
    90 1

    View Slide

  2. Pivotal: transforming how the world builds software
    Learn continuously
    with a focus on
    customer business
    outcomes
    Focus on developer
    productivity
    Any Workload, Every Cloud,
    One Secure Platform
    Practice discipline, rigor,
    open to critique
    2

    View Slide

  3. Enterprises are transforming with Pivotal
    AUTO & TRANSPORTATION INDUSTRIAL & BUSINESS SVCS.
    HEALTHCARE & INSURANCE
    FINANCIAL SERVICES
    TECHNOLOGY & MEDIA CONSUMER & COMMUNICATIONS

    View Slide

  4. 4
    Source: http://tirefi.re/
    “It takes forever to
    release new features. We see opportunities
    to sell to new customers, but we can’t respond
    to change fast enough.”
    “We built something for our customers but
    it doesn’t meet their needs. Users aren’t
    adopting our product”
    “We handed off the requirements to IT,
    but then 6 months later we got a product
    that didn’t meet our expectations.”

    View Slide

  5. Service Delivery → Product Delivery
    5
    Sources: BMC’s ITIL® Processes & Best Practices documents, 2011 to 2016; "Sky is the Limit for Cloud Foundry at AirFrance-KLM," Nathan Wattimena & Fabien Lebrere,
    AirFrance-KLM, Oct. 2018.; “Why Change? Small batch thinking,” Coté, Sep. 2018.

    View Slide

  6. From 37% availability to $440m in back taxes
    User-centric, small batch
    Only 37% of calls answered,
    shrinking budgets
    From 2 year to 9 week
    releases
    2m+ users paid $440m in
    taxes
    6
    Sources: “‘Your IRS Wait Time is 3 Hours’ - Is Lean Possible in Government?”, Emily Price, Pivotal, April 2017; “Agile
    Transformation is Product Management,” podcast, Oct 2017; “Minimum Viable Taxes: Lessons learned building an MVP inside
    the IRS,” slides, Andrea Schneider & Lauren Gilchrist, 2015. See another write-up.
    Before After

    View Slide

  7. 7
    Organizing for outcomes

    View Slide

  8. Functional organizations are a poor fit for product delivery
    Optimized for cost &
    repeatability
    Requires coordination
    overhead
    Locally optimized
    Elusive responsibly for final
    outcome
    Often lacks design & product
    management
    8
    ENTERPRISE
    ARCH DEV INFRA
    MIDDLEWARE
    &
    APPDEV
    DATA
    Ent Arch
    Proj Mgmt
    Biz An
    Developer Srv Build
    Cap Plan
    Network
    Ops
    Mid. Eng.
    Client SW Dev
    Svc Govern
    SW Arch
    SW Dev
    Data Arch
    DBA
    Change Control
    Source: “DevOps Who Does What,” Cornelia Davis, June 2017.

    View Slide

  9. 9
    Mobile
    payments
    Mortgage
    application
    Mortgage
    approval
    Bill pay Transfers
    ! !
    Private or public IaaS
    "#$
    Culture, process, methodology, governance, compensation, etc.
    Leadership, EAs, etc.
    Platform Engineers
    Product teams
    Corporate strategy, revenue goals, mission, etc.
    %
    &'
    ( )
    * ☁
    “The Business”

    View Slide

  10. 10
    We can all agree on pizza!

    View Slide

  11. Product centric, balanced teams
    11
    Source: “Developer & Culture Transformation,” Jason Williams, Dick’s Sporting Goods, s1p 2018.

    View Slide

  12. 25+ years later, agile practices are still not standard
    12
    Source: “Survey Analysis: Agile Now at the Tipping Point - Here's How to Succeed,” Mike West, Gartner, June 2017; Cf. “The 12th Annual
    State of Agile Report” for more optimistic numbers.

    View Slide

  13. From coding 20% of the time coding to coding 90% of the time
    An agile methodology, proven
    over 25+ years:
    Balanced teams w/all roles
    needed, dedicated to the
    product
    Paired programming, &
    beyond
    Test-driven Development
    Short iterations
    Continuous Integration &
    Continuous Delivery
    13
    Source: “Don’t Forget People and Process in Your Digital Transformation,” Allstate case study, March, 2017. Sources: VW.

    View Slide

  14. Lean
    Reducing the risk of building the
    wrong thing while comfortably
    changing direction
    ■ Minimum Viable Product (MVP)
    definition
    ■ Lean experiments
    ■ Identify & test assumptions
    ■ Data driven decisions
    User Centered Design
    Ensuring the software solves a real
    problem for real users in a desirable
    and usable product.
    ■ User Interviews
    ■ Ethnographic studies
    ■ Persona definition
    ■ Prototype creation
    Extreme Programming
    Building working software at a
    consistent speed and quality in the
    face of changing requirements.
    ■ Paired Programming
    ■ Test-Driven Development
    ■ Short iterations
    ■ Continuous Integration /
    Continuous Deployment
    Development Design
    Product
    Management
    PRACTICES PRACTICES PRACTICES
    © Copyright 2018 Pivotal Software, Inc. All rights reserved.

    View Slide

  15. “The warfighter can’t wait until it’s perfect.”
    15
    Sources: "How the US Air Force Made Its ISR Network Cheaper to Run and Easier to Upgrade," M. Wes Haga, Oct, 2017; “Air Force Intelligence
    Unit Goes Agile,” Charles Babcock, Information Week, June, 2017; “Limit upfront analysis by including frequent, real-world feedback from users,”
    Coté, Nov 2017; sticky-staring team from USAF Kessel Run Group; title quote from Capt. Bryon Kroger, Kessel Run team.
    With a more agile approach, we pick a place to start and
    get to a point where you can have an intelligent
    conversation… a point where the requirements are 80%
    done and the application is good enough.
    A [waterfall] mistake could cost $100 million, likely
    ending the career of anyone associated with that
    decision. A smaller mistake is less often a career-ender
    and thus encourages smart and informed risk-taking.”


    - M. Wes Haga, US Air Force

    View Slide

  16. 16
    Source: Lieutenant Colonel Enrique Oti keynote, SpringOne Platform 2017, Dec 2017.

    View Slide

  17. 17
    8 hours → <2 hours
    6 operators → 1 operator
    5 years → 120 days → weekly
    $2.2m project
    ~$214k/day fuel savings
    Source: : "Cost of Delay - How PCF Helped Demonstrate the DoD Can't Afford Business as Usual,” Capt. Bryon Kroger & Tory Galvin, United States Air Force,
    April, 2018; Lieutenant Colonel Enrique Oti keynote, SpringOne Platform 2017, Dec 2017.

    View Slide

  18. 18
    We’ve always QA’ed in production

    View Slide

  19. Platform as a product (aka SRE)
    Functions
    Removes toil with automation & programming
    Stands up & manages the platform
    Creates shared services/middleware/etc.
    Consults with initial projects
    Staffing
    T-Mobile USA: 8 ops to 300 developers, 11k
    containers
    Dick’s Sporting Goods: 6 ops to 120 devs.
    19
    !
    Platform Engineers
    !

    View Slide

  20. Source: "Adopting PCF At An Automobile Manufacturer," Thomas Seibert and Gregor Zurowski, s1p 2017.
    Removing release management waste
    20

    View Slide

  21. Standardize & automate with a build pipeline
    21
    Sources: “Speed Thrills: How to Harness the Power of CI/CD for Your Development Team,” Ben Kamysz & Jared Ruckle, Pivotal, Aug 2017.
    CI/CD estimate based on the “The 12th Annual State of Agile Report” (2018) and “Survey Analysis: Agile Now at the Tipping Point - Here's
    How to Succeed,” Mike West, Gartner, June 2017, see also estimates from 2015.
    (<= 5 days)

    View Slide

  22. Standardize on a platform
    22
    Source: “The Upside-Down Economics of Building Your Own Platform,” Jared Ruckle and Matt Walburn, 2017. Also, “DevOps Who Does
    What,” Cornelia Davis, June, 2017; “How Platforms Work,” Casey West, August, 2016.

    View Slide

  23. Embedded OS
    (Windows & Linux)
    NSX-T
    CPI (15 methods)
    Java | .NET | NodeJS
    Pivotal Application
    Service (PAS)
    Application Code &
    Frameworks
    Buildpacks | Spring Boot | Spring
    Cloud | Steeltoe
    Elastic | COTS | Spark
    Pivotal Container
    Service (PKS)
    >cf push >kubectl run
    Pivotal Services
    Marketplace
    Pivotal and
    Partner Products
    Open Service Broker API
    23
    Pivotal
    Function
    Service
    vSphere OpenStack AWS
    Google
    Cloud
    Azure &
    Azure Stack
    Coming Soon!

    View Slide

  24. 25
    Executive sponsorship for
    us was absolutely critical.
    Without that we could not
    have gotten anywhere that
    we needed to be.”
    Brendan Aye

    (USA)
    Source: “Zero to 12 Million,” Brendan Aye, T-Mobile USA, s1p, Dec 2017.

    View Slide

  25. 26
    We believe that we need to
    reimagine banking to make
    banking simple, seamless,
    as well as invisible to allow
    our customers to live more
    bank less.”
    Siew Choo Soh, DBS Bank

    Leadership (the missing piece)

    View Slide

  26. Without persistent, present leadership, nothing will change
    Precise vision & strategy
    A sense of urgency
    Building coalitions
    Building on small, successes
    Holding back corporate
    sappers & nonsense policy
    Persistent, ongoing
    mandating, management
    28
    Source: Leading Change, John P. Kotter, 2012; "Disruption from Within,” Thomas Squeo, West Corporation, May, 2018; “Zero to 12 Million,” Brendan Aye, T-Mobile USA,
    SpringOne Platform, Dec 2017.
    (USA)

    View Slide

  27. Starting: “pilot low-risk apps, and ramp-up.”
    29
    Sources: Home Depot meetup, Oct 2015; Humana at CF Summit 2015; “Getting started,” Coté, Oct 2016; Comcast’s Christopher
    Tretina at SP1 2016; “Cloud-Native at Home Depot, With Tony McCulley”; "Bottom Up Enterprise Transformation," Kyle Campos, CSAA
    Insurance, CF Summit EU, Oct 2017. Number of AI’s equates to ~130 apps composed on ~900 services.
    HARD
    LESS IMPORTANT
    IMPORTANT
    EASY

    View Slide

  28. USAF Follow-on: ~16 apps in production by 2019
    JIGSAW: $2.2m
    Avoided $391m cost of delay
    1 new feature a week, at least
    124 days to production, avg.
    Contacts awarded in 60 days
    Proven method spreading to
    other groups
    Canceled existing $745m
    contract
    30
    Oct. 2016 - Whiteboard
    April 2017 - JIGSAW
    Dec. 2017 - CHAINSAW
    March 2018 - RAVEN
    May 2018 – 5 prod. apps, 8 in dev
    Jan 2019 – plan for 15-18 prod. apps
    Note: apps in time is a sampling of public comments. Sources: "Cost of Delay - How PCF Helped Demonstrate the DoD Can't Afford Business
    as Usual,” Capt. Bryon Kroger & Tory Galvin, USAF, April, 2018; "The U.S. Air Force learned to code - and saved the Pentagon millions," Mark
    Wallace, Fast Company, July 5th, 2018; Lieutenant Colonel Enrique Oti keynote, SpringOne Platform 2017, Dec 2017.

    View Slide

  29. 31
    We hire people with the
    required capabilities and pair
    them up with the incumbents,
    and the result is that those
    capabilities are multiplied
    across the organization. This
    is rooted in the simple belief
    that in order to learn
    something, you must
    experience and practice it
    rather than hear about it in a
    classroom setting.”
    Piyush Gupta, DBS Bank

    Source: "In Control: Q&A With DBS CEO Piyush Gupta," Gordon Platt, 2018.

    View Slide

  30. Start small with Pivotal, scale with your new capabilities

    View Slide

  31. Beyond 10 ways to make coffee: leadership’s role
    Create a culture of innovation, risk
    taking, and focusing on people
    (“users”)
    Give product teams autonomy, trust,
    and voice
    Establish trust by doing what you
    say, delegating, and celebrating
    failurelearning.
    Feedback loop: surveys (ENPS),
    silence, churn, results.
    Giving feedback: OKRs, praising
    process & stories, not just schedule
    33
    More in work-in-progress book on Leading Digital Transformation, see the culture section.

    View Slide

  32. 34
    Source: Jonathan Sirlin, Pivotal Conversations #113, Sep. 2018.

    View Slide

  33. 36
    Sounds great!
    But no one cares.

    View Slide

  34. Focus on cost reductions with un-motivated executives
    Notes 1: 2017 & 2018 Pivotal customer case studies. n=15. “Process Time” = hands-on work (vs. “total time” being the time to deliver).
    Note 2: Averages are exclusive of highest and lowest measures.
    Not 3: savings based on insurance co.’s strategy to move 17 app portfolio to Pivotal Cloud Foundry. Dev:ops ratios: 30:1 (insurance co.), 375:1 (Comcast), 62:1 (Northen Trust).
    37% more time coding
    37% relative improvement in time
    spent coding (from 56% to 77%)
    21% absolute improvement in time
    spent coding (from 56% to 77%)
    90% faster 61% faster
    90% time reduction
    87% process time reduction
    Total time: from 65 to 6 days
    Process time: from 81 to 11 hours
    61% time reduction
    82% process time reduction
    Total time: from 14 to 5 days
    Process time: from 115 to 21 hours
    69% time reduction
    74% process time reduction
    Total time: from 79 to 24 hours
    Process time: from 34 to 9 hours
    69% more efficient
    Developing
    Provisioning Operating (Day 2)
    Releasing
    Software Development Lifecycle On-going Ops
    82% average reduction in ‘path to production’ time (from 84 days to 15 days)
    E.g.: $7.35m/year
    E.g.: $4.80m/year Time-to-market

    View Slide

  35. Changing is often too hard, so create a new organization
    CompoZed Labs now
    handles 40% of Allstate’s
    software development
    Road-side assistance app
    delivered in 6 months
    o 25k rescues/month
    o 30 minute wait to 15
    o +$10m, +$100m planned
    38
    Sources: Andy Zitney; “Don’t Forget People and Process in Your Digital Transformation,” Allstate case study, March, 2017; "How
    Insurance Giant Allstate Is Using Cloud Tech to Build New Businesses,” Barb Darrow, June, 2017; "Allstate Technology Chief
    Develops The Uber Of Roadside Assistance,” Perer High, Oct, 2017.

    View Slide

  36. Cover w/ Image
    “If that crusty, old .Net
    developer can do it, anyone
    can,” transforming people
    1. Most people are skeptical for good
    reasons
    2. They enjoy doing IT if it’s rewarding
    3. Volunteer based at first, building up
    peer-to-peer marketing
    4. Also, there’s plenty of more
    comforting IT for grumpy people to
    work on
    39
    Source: “Navigating the Sea of ’No’s,’” John Osborn,
    GAIC, Dec 2017; Dealing with Grumps, Coté, May 2018.

    View Slide

  37. 40
    Source: "Cost of Delay - How PCF Helped Demonstrate the DoD Can't Afford Business as Usual,” Capt. Bryon Kroger & Tory Galvin,
    United States Air Force, April, 2018.

    View Slide

  38. 41
    Internal marketing:
    Everything, frequently
    Sources: Pivotal customers; “The Need For Speed: Drive Velocity And Quality With DevOps,” Robert Stroud & Eveline Oehrlich,
    Forrester, Feb 2017

    View Slide

  39. “Digital transformation” == creating better software
    50% B2B customer
    engagement, shipped in 6
    months vs. 18.
    Idea to production In
    2 days; fix production
    incidents in 2 hours.
    Small teams deploying to
    production in minutes, not
    days.
    Sources: Crafting your cloud-native strategy, Coté, 2017; Air Force story; Mojgan Lefebvre, Liberty Mutual, June, 2017; Interview with Orange’s Xavier Perret, 2017;
    "A Unifying Foundation for the Customer Journey at Mercedes-Benz," BuiltToAdapt, Apr 2018; Allianz interview, Sep 2016.
    Modernized app, rolled
    out 20 countries in 5
    months
    40% policy strike rate,
    vs. 20% industry
    average.
    42
    40%+ productivity/cost,
    rebooted member facing
    app.

    View Slide

  40. Source: "Leap of Agile Faith,” Mojgan Lefebvre, SVP & Chief Information Officer, Global Specialty, Liberty Mutual Insurance, June, 2017.
    A new business in 6 months, doubling avg. sales rate
    43

    View Slide

  41. 44
    “We are uncovering better ways of
    developing software by doing it and
    helping others do it.”
    - The Agile Manifesto, 2001
    @cote | [email protected]
    http://cote.coffee/bettersoftware/

    View Slide

  42. "DevOps is not about what you do, [it's about] outcomes"
    45
    Source: “2017 DevOps Report,” Puppet, DORA, et.al., July, 2017. See 2018 DORA report for more detail and additional attributes.
    Transformational
    Leadership
    Personal Recognition
    Supportive Leadership
    Intellectual Stimulation
    Inspirational Communication
    Vision
    Test and Deployment Automation
    Continuous Integration
    Trunk-based Development
    Shifting Left on Security
    Loosely Coupled Architecture
    Empowered Teams
    Lean Product
    Management
    Team Experimentation
    Working in small batches
    Gathering and
    Implementing Customer
    Feedback
    Continuous
    Delivery
    IT
    Performance
    Organizational
    Performance
    Non-commercial
    Performance
    Gene Kim

    View Slide